27514341 NVQ SVQ Diploma in Beauty Therapy Level 3 Sample Unit G8 Draft Sample Material
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Transcript of 27514341 NVQ SVQ Diploma in Beauty Therapy Level 3 Sample Unit G8 Draft Sample Material
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Unit G8
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What you will learn:G8.1 Contribute to the effective use and
monitoring of resources
G8.2 Meet productivity and development targets
Develop and maintain your effectiveness at work
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Develop and maintain your effectiveness at w
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Level 3 Beauty Therapy
Unit G8
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All salon equipment should be regularly checked and maintained
Develop and maintain your effectiveness at work The resources covered within this part of the unit are:
stock control
tools and equipment
human resources (people)
time.
Tools and equipmentSalon tools and equipment are monitored in the same way as salon and retail products. The main difference is that stocktaking of tools and equipment should be carried out less frequently; tools and equipment should last longer provided they are properly maintained and only used for business purposes. To ensure the optimum life expectancy of electrical equipment you should make sure you are complying with the Electricity at Work Regulations (refer to page 123 for further information).
It is important to monitor the levels of tools and equipment in the salon for several reasons:
To ensure the correct number of working items that are needed for the smooth running of the salon (some may be out of use, either broken or awaiting repair)
To calculate if the levels need to be increased to meet the demands of the salon (if there are more therapists employed, more equipment will be needed)
To make sure the end-of-year audit is correct with regard to items that may be offset against tax due from the business.
If you are aware of any shortages of tools or equipment you should report them immediately to the designated person within your salon. This will ensure the smooth running of the salon and avoid unnecessary problems such as clients being kept waiting because the required equipment is already in use.
Human resourcesThe people that work in the salon should be a valuable asset to any business. However, for the salon to remain profitable, this means employing the right people for the right job and ensuring that they are provided with all the training needed to carry out the role. If this does not happen it may lead to client dissatisfaction resulting in loss of clientele, negative publicity and/or litigation (see the Sale and Supply of Goods Act 1994, page 12). A therapist carrying out the duties of a junior (on a therapist’s pay) would not be cost effective as the therapist would not be bringing sufficient revenue into the salon to cover their wages.
Think about it
If you employ a ‘Saturday junior’ you need to check your local bylaws. Do you need a licence to employ people under 16?
The table below shows a common resource problem and possible solutions.
Resource problem
Outcome Solution
Therapist phones in sick
A whole column of clients have no therapist
Try to share out the work amongst the other staff (with similar levels of competency)
Telephone clients, explain the situation, then reschedule where possible
Cancel appointments (this should be a last resort)
All staff should have good working conditions as laid down in law, examples of which are the Working Time Directive and The Health and Safety at Work Act.
The workplace environment – Beauty Therapy
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TimeTime is another valuable resource in the salon environment. It is essential that all staff make good use of their time at work as time is money! All the services carried out in the salon are priced to include the cost of materials (products, electricity, water, etc.) and the time it takes to complete the service. It is essential that you are able to carry out all salon services in a commercially viable time and, by doing so, you are fulfilling part of your obligations under the Sale and Supply of Goods Act 1994.
Calculating how much time is needed for individual treatments
For your Portfolio
Your awarding body has set timings for technical services that are deemed commercially viable. Are you aware of these timings? If you are not, you should speak to your tutor or assessor and ask them for this information.
A salon appointments book
time to get undressed
EACH CLIENT NEEDS:
time to discuss aftercare
time to get dressed
time to pay and purchase
productstime for the treatment
consultation time
Good time management involves working out the amount of time each treatment needs. There are a number of things that you will need to take into account.
(1) (2) (3) (4) (5)
TIME SUSAN YASMIN LOUISE HAYLEIGH
9.00 MRSAUSTIN MISS ALLEN MISS BROWN MR SIMONS
PHONE 823181 PHONE 631212 PHONE 761047 PHONE 471151
1/2 LEGWAX ACRYLIC NAILS WEDDING FULL BODY
9.30 MRS WOOLFORD FULL SET PAMPER MASSAGE
PHONE 621148
FULL BODY10.00
MASSAGE
10.30 MRS J. STREET MRS SINGH
PHONE 521683 PHONE 821356
EYELASH PERM EYELASH AND
11.00 MRS K. GAROGHAN MISS COLLINS BROW TINT
PHONE 356987 PHONE 712185
AROMATHERAPY BRIDAL MAKE-UP
11.30 CANCELLED
BACK MASSAGE
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Develop and maintain your effectiveness at w
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Level 3 Beauty Therapy
Unit G8
My story
Time is moneySylvie worked as a therapist in a busy salon. Every Friday she carried out a full column of treatments. The salon allocated commercially-accepted times for each treatment. Despite the amount of work she carried out, she still needed to earn more commission each week (as her expenses were more than her income). On looking through the appointment book, she noticed that the way her appointments had been booked, she sometimes had more than enough time to complete each client. She then realised that if her clients were rescheduled, she could actually do another three clients each Friday and still have a lunch break! Sylvie explained this to the salon receptionist and asked her to reschedule all her clients (as far as she was able) to maximise her opportunities to meet her targets and increase her commission.
• Was this Sylvie’s responsibility?
• Whose responsibility is it to ensure that all working time is utilised to the full?
The table below shows some common time problems and their solutions.
Resource problem Possible causes Outcome Solution
Therapist is continually
running behind schedule
Therapist is not up to speed All other clients kept
waiting, leading to client
dissatisfaction
Enlist the help of other
members of staff to take over
one of the clients or assist
the therapist in order to help
them catch up
Junior member of staff is
not fulfilling their own job
role effectively, causing
unnecessary problems for
the salon
May cause unnecessary
friction between the therapist
and the junior
Junior needs retraining
Instructions from the
therapist are unclear or
poorly timed
Therapist may not meet
productivity targets
Therapist needs retraining
Some common time problems and their solutions
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In some instances, it may be necessary to allow the therapist more time per client when booking appointments, depending on the speed and experience of each individual. It may also be that the therapist needs retraining in certain areas to enable them to get up to speed.
Observation can form part of on-the-job training
Assessment guidance
What your assessor is looking for
You must demonstrate in your everyday work that you have
met the standards for contributing to the financial effectiveness
of the business.
You will have to prove to your assessor that you can
competently:
• Monitor and effectively use resources (human, stock, tools
and equipment and time)
• Set and achieve productivity targets for retail sales, technical
services and development targets for your own personal
learning.
You will be assessed once on your contribution to the
monitoring and effective use of resources. The rest of your
evidence is most likely to come from documentary evidence
that you have assembled in your portfolio. You are not allowed
to use simulated activities as part of your evidence.